Richard Wilding is the Chair of Supply Chain Strategy at the Centre for Logistics and Supply Chain Management, Cranfield School of Management U.K. and Past Chairman of the Chartered Institute of Logistics & Transport UK. Richard works with European and International companies on logistics and supply chain projects in all sectors including pharmaceutical, retail, automotive, high technology, food drink, professional services.
- How Richard started his career in academia
- How cyber security is keeping executives up at night
- Nike’s vision of installing 1200 additive manufacturing machines
- How the internet helps with the modern model of education
- Skills needed in future for Chief Supply Chain Officers
“If you change your language, you change your thoughts. If you change your thoughts, you change the culture.”
“As early in your career, try and get as much of an overview of the organization as possible. Now, some companies are actually very good at doing this, thinking through the type of skills on things that people need. But other organization are not so good. You don’t want everybody to be a generalist. I talked about the concept of T shaped people like the letter T, you’ve got across the top. You need that process view but you also need a functional specialism. You don’t want people to become total generalists because they’re less useful. I think the point is from a supply chain perspective is that you still need to have that technical knowledge, some specialism. But you also need to understand the process that you’re part of. You still need to have a reasonable understanding of all those various, other elements which are taking place and you also need to develop that emotional intelligence, that relational intelligence. “